This document outlines LPL Financial's journey to align talent development with business priorities and metrics. It discusses how LPL evolved its Talent Council to shift culture and shape a talent development framework. The document also shows how LPL uniquely quantified culture to demonstrate the effect on engagement and performance. Finally, it discusses measuring the ROI of leadership development by outlining Linkage's model and key findings from studying over 20 companies.
The document discusses budgeting concepts and frameworks. It provides 3 key points:
1) Budgeting serves two major roles - to provide real-world constraints for strategic planning and allocate resources to realize strategic plans. This enforces accountability.
2) Effective budgeting requires alignment across the organization's business model, strategy, structure, culture, leadership, and resources. A four-wheels model is presented to illustrate this.
3) Budgeting priorities must be set based on each discipline's focus - whether operational excellence, product leadership, or customer intimacy. Managing gaps between actual and planned budgets also requires flexibility, reserve funds, and prioritizing investments based on market potential and business performance.
The document discusses strategies for talent management in emerging markets. It addresses anticipating business growth needs, understanding local talent markets, and developing talent strategies. Specifically, it recommends proactively partnering with business leaders, expanding knowledge of talent shortages and cultural factors across markets like China, India, and Russia, and implementing a segmented approach focusing on critical positions through development, deployment, and connection of skills and networks.
Dusit International Hr Strategy (Revised) [Compatibility Mode]jusalice
The document outlines Dusit International's human resources strategy, including their vision, mission, brand dimensions, and core HR values. It details their people strategy called S.T.A.R. which focuses on selecting, training, acting, and recognizing talent. It also discusses their employer of choice framework and people management model, which links talent performance to competency development, career growth, and total compensation. Finally, it proposes improvements to Dusit's training and development system to better utilize internal resources and ensure consistent standards.
The document outlines Dusit International's succession planning process. It discusses the business case for succession planning and key concepts. It then describes Dusit's approach, which includes succession planning at the corporate, property senior executive, and property management levels. The process involves assessing talent and identifying candidates for development in order to fill critical roles now and in the future. Responsibilities are assigned and tools like a succession planning matrix are utilized.
Hossam Hussein is a senior HR and administration professional with over 18 years of experience. He has expertise in areas such as human resources management, recruitment, management, and policy development. Some of his key achievements include building HR departments, managing recruitment teams of 15-20 staff, and recruiting over 2,000-5,000 employees for various roles. He holds an MBA in HR development and management and is a certified HR professional.
The document provides information on several leadership development companies in India. It discusses:
1) The leadership identification, assessment, and development solutions offered by the companies to help clients identify and strengthen their current and future leaders. This includes 360 assessments, leadership programs, coaching, and customized solutions.
2) The types of clients served, which include large Indian and multinational corporations.
3) Additional services offered beyond leadership development, such as organizational consulting, change management support, and talent management.
4) Key differentiators of the companies, which emphasize their customized approach, global expertise, and track record of positive outcomes for clients.
The document discusses budgeting concepts and frameworks. It provides 3 key points:
1) Budgeting serves two major roles - to provide real-world constraints for strategic planning and allocate resources to realize strategic plans. This enforces accountability.
2) Effective budgeting requires alignment across the organization's business model, strategy, structure, culture, leadership, and resources. A four-wheels model is presented to illustrate this.
3) Budgeting priorities must be set based on each discipline's focus - whether operational excellence, product leadership, or customer intimacy. Managing gaps between actual and planned budgets also requires flexibility, reserve funds, and prioritizing investments based on market potential and business performance.
The document discusses strategies for talent management in emerging markets. It addresses anticipating business growth needs, understanding local talent markets, and developing talent strategies. Specifically, it recommends proactively partnering with business leaders, expanding knowledge of talent shortages and cultural factors across markets like China, India, and Russia, and implementing a segmented approach focusing on critical positions through development, deployment, and connection of skills and networks.
Dusit International Hr Strategy (Revised) [Compatibility Mode]jusalice
The document outlines Dusit International's human resources strategy, including their vision, mission, brand dimensions, and core HR values. It details their people strategy called S.T.A.R. which focuses on selecting, training, acting, and recognizing talent. It also discusses their employer of choice framework and people management model, which links talent performance to competency development, career growth, and total compensation. Finally, it proposes improvements to Dusit's training and development system to better utilize internal resources and ensure consistent standards.
The document outlines Dusit International's succession planning process. It discusses the business case for succession planning and key concepts. It then describes Dusit's approach, which includes succession planning at the corporate, property senior executive, and property management levels. The process involves assessing talent and identifying candidates for development in order to fill critical roles now and in the future. Responsibilities are assigned and tools like a succession planning matrix are utilized.
Hossam Hussein is a senior HR and administration professional with over 18 years of experience. He has expertise in areas such as human resources management, recruitment, management, and policy development. Some of his key achievements include building HR departments, managing recruitment teams of 15-20 staff, and recruiting over 2,000-5,000 employees for various roles. He holds an MBA in HR development and management and is a certified HR professional.
The document provides information on several leadership development companies in India. It discusses:
1) The leadership identification, assessment, and development solutions offered by the companies to help clients identify and strengthen their current and future leaders. This includes 360 assessments, leadership programs, coaching, and customized solutions.
2) The types of clients served, which include large Indian and multinational corporations.
3) Additional services offered beyond leadership development, such as organizational consulting, change management support, and talent management.
4) Key differentiators of the companies, which emphasize their customized approach, global expertise, and track record of positive outcomes for clients.
INNOVA Management Consulting provides services to help clients overcome common challenges. Their three-arm portfolio includes organizational assessment, corporate governance reviews, and human resources services. They promise to deliver customized solutions that meet client needs, apply expertise to maximize results, and be accessible to clients. Their goal is to help clients take steps forward through management consulting services.
Project on elements of talent managagementDeepak Rai
The document defines talent management as using integrated activities to attract, retain, motivate and develop talented employees that an organization needs currently and in the future. It aims to ensure a steady flow of talent as a major corporate resource.
The key elements of talent management include developing a resourcing strategy based on business needs, implementing attraction and retention policies, conducting talent audits, developing roles, managing talent relationships, performance management, total rewards, career management, and creating a best place to work environment.
Talent management is important for organizations as it can improve employee morale and retention, enhance efficiency, and lower expenses by ensuring the organization has the right talented people in place.
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
HR2BE is a consulting firm that provides human resources services and solutions to small and medium businesses. They offer HR health checks to audit a business's HR policies and practices. They also provide on-demand HR support and advice. Additionally, HR2BE assists with developing HR strategies, policies, and projects around areas such as talent management and change management. Their goal is to partner with clients to maximize their employees' potential and enable business success.
Kenexa an IBM Company provides end-to-end workforce solutions including assessment, leadership development, employee surveys, recruitment services, talent management software, compensation analysis, and online learning platforms. With over 3,000 employees operating in 46 offices across 25 countries, Kenexa serves over 3,000 clients globally.
Get ready for 2014 solve the talent management equation with job competenciesHuman Capital Media
In a 2012 Bersin and Associates research paper, only 6 percent of HR teams rated themselves “excellent” in data analysis, while 56 percent rated themselves “poor." In school we all learn standard notation for math and how to solve equations, but we don't have that in talent management. We don't have it as a broad standard and we probably don't even define what our own internal "standard notation" is. While there is a wealth of data residing within the organization that might help us better define what "good" looks like and how to get there, elements like job descriptions or core and leadership competencies are not defining quantitative elements of our equation that align with the business side of our equation.
In this session, we will:
Review the challenges in defining talent management.
Discuss the elements in the talent management equation.
Describe how a job competency framework can balance the two sides of the equation.
Review three steps to implementing a framework to making sense of the data
1) ATYAASAA is an HR training and consulting organization established in 1999 in Pune, India with a mission to create synergistic organizations and empowered professionals through quality people and processes.
2) They provide business excellence interventions, HR process consulting, and soft skills workshops to increase client effectiveness through transformation.
3) Their services include needs analysis, diagnostic surveys, customized process design, and setting up HR management processes for clients.
Mercuri Urval is a consulting firm founded in Sweden in 1967 that focuses on understanding the relationship between people and business success. They have over 550 consultants worldwide and provide executive search, talent management, and organizational development services to over 6,000 clients annually. Their approach involves assessing clients' capability needs, defining job profiles, developing people and teams, and aligning strategies to fill any gaps and achieve long-lasting results.
The document discusses using multi-rater (360 degree) assessments to drive business outcomes. It outlines the key steps to effectively implement a multi-rater assessment process, including defining objectives, competencies, developing the assessment tool, launching the survey, delivering feedback reports, and conducting a systemic analysis. The results of a case study on a multi-rater assessment of pharmaceutical sales representatives are presented, showing competency-level results and highest scoring items to help identify development areas.
This document is the spring 2010 issue of GO magazine published by Development Dimensions International (DDI) to commemorate their 40th anniversary. It contains articles about DDI's history, their work helping clients strengthen leadership and develop talent, and trends in the workplace. The issue includes an interview with DDI's Chairman and CEO Bill Byham about the importance of networking for new hires, and articles on DDI's new leadership training courses, the impact of leadership development, and best practices for mid-level management.
Locai India aims to be the best business consulting firm in India by strategizing and delivering HR solutions with speed, quality, and commitment. It offers a range of HR services including talent recruitment, HR consulting, experiential learning programs, and HR outsourcing. Locai takes a holistic and client-centric approach to understanding business needs and developing customized solutions that maximize client success. Its team of experienced advisors works directly with clients across industries.
BlueSky is a pioneer in outsourcing entire HR functions for companies. It provides integrated HR outsourcing services including strategic HR consultancy, HR operations management, recruitment and selection, payroll processing, training, and temporary staffing. BlueSky's services are focused on expertise, innovation, and ensuring execution to help clients leverage their people assets. The company works as a long-term partner to clients across various industries such as media, FMCG/retail, technology, manufacturing, and more.
Rock stars, Ninjas, and Gurus—you support your best people, but are your best...Cathy Cecere
Managers intuitively believe that investing in people is a key way (perhaps the best way) to develop their organizational capabilities for the long term. But, how do we know that we are investing in the right people? Should we be investing in people at all, or could we instead derive more value from investing in particular roles within an organization that provide the unique fabric of differentiated value that defines a high performing organization?
This presentation begins by discussing the strategy mapping approach outlined by Kaplan and Norton [1]and focuses specifically on a customer-focused value delivered by a company as the core of its business model. Building from this we will discuss applying a portfolio approach to talent management [2]by categorizing the various roles in a company and scoring those roles on three categories: contribution to the customer-focused value chain, uniqueness to the organization and variability in performance.
Using this portfolio approach allows us to identify the key roles in an organization that provide high value to clients, are genuinely unique to the company and are most conducive to performance improvement—thereby providing the very best candidates for an organization to invest time, money and energy in recruiting/retaining/developing personnel for those roles.
Talent Management and Succession Planning Modelsjohncaspole
This document discusses integrating assessment data from ProfileXT and CheckPoint into succession planning and talent management. It includes examples of development grids that classify employees based on their potential and performance, and how to provide different types of development and feedback to employees in each classification. The goal is to actively develop high potential employees for future leadership roles and close any gaps in the leadership pipeline.
This document discusses challenges and solutions for human resources in a changing market environment. It notes that the market has changed and organizations need to respond by building their "employer branding" to attract talent, especially new skills and non-traditional profiles. This requires using social media and other tools to engage candidates and promote the organization's culture, policies, and professionals. Management must adapt to the new reality by focusing on talent management, diversity, innovation, and developing corporate values that are communicated and lived by all.
The document outlines a workforce capability framework with the goals of defining roles, skills, and career paths. It includes job streams, role profiles that describe responsibilities, skills, and qualifications. Role profiles are mapped to HR systems and used to generate position descriptions and interview questions. The framework is meant to provide clarity around roles and capabilities, standardize job requirements, and facilitate workforce planning and development.
Culture in an organization is defined by basic assumptions, beliefs, shared values and norms that guide employee behavior. Large enterprises have established processes and structures, while start-ups have flexible and dynamic cultures defined by founding employees and the founder's personality. Large companies and start-ups have different talent needs - large companies seek specific skills while start-ups value agility. Leadership plays an important role in developing and maintaining organizational culture.
M-Talent provides talent acquisition and research solutions to help clients attract and retain top executives, managers, professionals, and specialists. They reduce reliance on agencies by using talent research, mapping skills to gather intelligence on people and organizations of interest to clients. M-Talent also provides talent sourcing, organizational insights, and a pipeline of talent to meet short and long-term hiring needs.
Originally given at MIGS2012, this presentation describes the high standard that should be applied to leaders in the video games industry. It also gives examples of how to improve and a description of what you can expect in an organization that focuses on quality leadership.
Email me for the full deck with notes, additional research results, and links to all of the studies backing up the statements made herein.
http://www.fullergameproduction.com
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/3.0/.
This document outlines the content of a webinar on growing talent and succession planning. The webinar discusses defining succession planning as finding leaders to meet current and future organizational needs. It also covers growing talent through experiential learning and coaching. A self-assessment exercise rates competencies in areas like business acumen, leading change, and results orientation. The webinar encourages participants to identify growth areas and make commitments to developing their skills over the next six weeks.
INNOVA Management Consulting provides services to help clients overcome common challenges. Their three-arm portfolio includes organizational assessment, corporate governance reviews, and human resources services. They promise to deliver customized solutions that meet client needs, apply expertise to maximize results, and be accessible to clients. Their goal is to help clients take steps forward through management consulting services.
Project on elements of talent managagementDeepak Rai
The document defines talent management as using integrated activities to attract, retain, motivate and develop talented employees that an organization needs currently and in the future. It aims to ensure a steady flow of talent as a major corporate resource.
The key elements of talent management include developing a resourcing strategy based on business needs, implementing attraction and retention policies, conducting talent audits, developing roles, managing talent relationships, performance management, total rewards, career management, and creating a best place to work environment.
Talent management is important for organizations as it can improve employee morale and retention, enhance efficiency, and lower expenses by ensuring the organization has the right talented people in place.
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
HR2BE is a consulting firm that provides human resources services and solutions to small and medium businesses. They offer HR health checks to audit a business's HR policies and practices. They also provide on-demand HR support and advice. Additionally, HR2BE assists with developing HR strategies, policies, and projects around areas such as talent management and change management. Their goal is to partner with clients to maximize their employees' potential and enable business success.
Kenexa an IBM Company provides end-to-end workforce solutions including assessment, leadership development, employee surveys, recruitment services, talent management software, compensation analysis, and online learning platforms. With over 3,000 employees operating in 46 offices across 25 countries, Kenexa serves over 3,000 clients globally.
Get ready for 2014 solve the talent management equation with job competenciesHuman Capital Media
In a 2012 Bersin and Associates research paper, only 6 percent of HR teams rated themselves “excellent” in data analysis, while 56 percent rated themselves “poor." In school we all learn standard notation for math and how to solve equations, but we don't have that in talent management. We don't have it as a broad standard and we probably don't even define what our own internal "standard notation" is. While there is a wealth of data residing within the organization that might help us better define what "good" looks like and how to get there, elements like job descriptions or core and leadership competencies are not defining quantitative elements of our equation that align with the business side of our equation.
In this session, we will:
Review the challenges in defining talent management.
Discuss the elements in the talent management equation.
Describe how a job competency framework can balance the two sides of the equation.
Review three steps to implementing a framework to making sense of the data
1) ATYAASAA is an HR training and consulting organization established in 1999 in Pune, India with a mission to create synergistic organizations and empowered professionals through quality people and processes.
2) They provide business excellence interventions, HR process consulting, and soft skills workshops to increase client effectiveness through transformation.
3) Their services include needs analysis, diagnostic surveys, customized process design, and setting up HR management processes for clients.
Mercuri Urval is a consulting firm founded in Sweden in 1967 that focuses on understanding the relationship between people and business success. They have over 550 consultants worldwide and provide executive search, talent management, and organizational development services to over 6,000 clients annually. Their approach involves assessing clients' capability needs, defining job profiles, developing people and teams, and aligning strategies to fill any gaps and achieve long-lasting results.
The document discusses using multi-rater (360 degree) assessments to drive business outcomes. It outlines the key steps to effectively implement a multi-rater assessment process, including defining objectives, competencies, developing the assessment tool, launching the survey, delivering feedback reports, and conducting a systemic analysis. The results of a case study on a multi-rater assessment of pharmaceutical sales representatives are presented, showing competency-level results and highest scoring items to help identify development areas.
This document is the spring 2010 issue of GO magazine published by Development Dimensions International (DDI) to commemorate their 40th anniversary. It contains articles about DDI's history, their work helping clients strengthen leadership and develop talent, and trends in the workplace. The issue includes an interview with DDI's Chairman and CEO Bill Byham about the importance of networking for new hires, and articles on DDI's new leadership training courses, the impact of leadership development, and best practices for mid-level management.
Locai India aims to be the best business consulting firm in India by strategizing and delivering HR solutions with speed, quality, and commitment. It offers a range of HR services including talent recruitment, HR consulting, experiential learning programs, and HR outsourcing. Locai takes a holistic and client-centric approach to understanding business needs and developing customized solutions that maximize client success. Its team of experienced advisors works directly with clients across industries.
BlueSky is a pioneer in outsourcing entire HR functions for companies. It provides integrated HR outsourcing services including strategic HR consultancy, HR operations management, recruitment and selection, payroll processing, training, and temporary staffing. BlueSky's services are focused on expertise, innovation, and ensuring execution to help clients leverage their people assets. The company works as a long-term partner to clients across various industries such as media, FMCG/retail, technology, manufacturing, and more.
Rock stars, Ninjas, and Gurus—you support your best people, but are your best...Cathy Cecere
Managers intuitively believe that investing in people is a key way (perhaps the best way) to develop their organizational capabilities for the long term. But, how do we know that we are investing in the right people? Should we be investing in people at all, or could we instead derive more value from investing in particular roles within an organization that provide the unique fabric of differentiated value that defines a high performing organization?
This presentation begins by discussing the strategy mapping approach outlined by Kaplan and Norton [1]and focuses specifically on a customer-focused value delivered by a company as the core of its business model. Building from this we will discuss applying a portfolio approach to talent management [2]by categorizing the various roles in a company and scoring those roles on three categories: contribution to the customer-focused value chain, uniqueness to the organization and variability in performance.
Using this portfolio approach allows us to identify the key roles in an organization that provide high value to clients, are genuinely unique to the company and are most conducive to performance improvement—thereby providing the very best candidates for an organization to invest time, money and energy in recruiting/retaining/developing personnel for those roles.
Talent Management and Succession Planning Modelsjohncaspole
This document discusses integrating assessment data from ProfileXT and CheckPoint into succession planning and talent management. It includes examples of development grids that classify employees based on their potential and performance, and how to provide different types of development and feedback to employees in each classification. The goal is to actively develop high potential employees for future leadership roles and close any gaps in the leadership pipeline.
This document discusses challenges and solutions for human resources in a changing market environment. It notes that the market has changed and organizations need to respond by building their "employer branding" to attract talent, especially new skills and non-traditional profiles. This requires using social media and other tools to engage candidates and promote the organization's culture, policies, and professionals. Management must adapt to the new reality by focusing on talent management, diversity, innovation, and developing corporate values that are communicated and lived by all.
The document outlines a workforce capability framework with the goals of defining roles, skills, and career paths. It includes job streams, role profiles that describe responsibilities, skills, and qualifications. Role profiles are mapped to HR systems and used to generate position descriptions and interview questions. The framework is meant to provide clarity around roles and capabilities, standardize job requirements, and facilitate workforce planning and development.
Culture in an organization is defined by basic assumptions, beliefs, shared values and norms that guide employee behavior. Large enterprises have established processes and structures, while start-ups have flexible and dynamic cultures defined by founding employees and the founder's personality. Large companies and start-ups have different talent needs - large companies seek specific skills while start-ups value agility. Leadership plays an important role in developing and maintaining organizational culture.
M-Talent provides talent acquisition and research solutions to help clients attract and retain top executives, managers, professionals, and specialists. They reduce reliance on agencies by using talent research, mapping skills to gather intelligence on people and organizations of interest to clients. M-Talent also provides talent sourcing, organizational insights, and a pipeline of talent to meet short and long-term hiring needs.
Originally given at MIGS2012, this presentation describes the high standard that should be applied to leaders in the video games industry. It also gives examples of how to improve and a description of what you can expect in an organization that focuses on quality leadership.
Email me for the full deck with notes, additional research results, and links to all of the studies backing up the statements made herein.
http://www.fullergameproduction.com
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/3.0/.
This document outlines the content of a webinar on growing talent and succession planning. The webinar discusses defining succession planning as finding leaders to meet current and future organizational needs. It also covers growing talent through experiential learning and coaching. A self-assessment exercise rates competencies in areas like business acumen, leading change, and results orientation. The webinar encourages participants to identify growth areas and make commitments to developing their skills over the next six weeks.
August 2016 – Edge Talk: Managing Talent in Health and Social CareNHS Horizons
Sue Haines, Nottingham University Hospital’s Assistant Director of Nursing, will address managing talent in health supported by Dr Joanne Cooper, Head of N&M Research and Kerry Taylor, Shared Governance Facilitator.
The webinar reported on findings of an exploratory case study of Talent Management In Nursing in one Large Acute NHS Trust. This research examined the views of frontline clinical nurses and executive team members and contributes new knowledge to our understanding of TM in nursing in the NHS. There is transferable learning and opportunities for sharing across the wider healthcare workforce.
Este documento presenta el Barómetro de Talento Digital de ISDI. Resume los conceptos clave del talento digital como actitud, herramientas, acción y conocimiento. Explica las áreas de conocimiento digital como movilidad, motores de búsqueda, comercio electrónico y redes sociales. Finalmente, identifica los perfiles profesionales necesarios en cada área como desarrolladores, analistas de datos, gestores de marketing digital y estrategas de contenido.
1) Talent management is about developing all employees, not just a select few. It involves identifying high potential individuals and helping them advance in their careers.
2) Implementing an effective talent management program can significantly increase a company's profits. A 10-point improvement in talent management practices could add $70-160 million to a Fortune 500 company's bottom line over 2-3 years.
3) Old talent management approaches had short-term focus and minimal performance management. New approaches make it difficult to enter the program but provide support, opportunities, and recognition to help participants succeed and be retained long-term.
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
An Intro to Talent Development and Talent AnalyticsCoachSource LLC
The Center for Talent Reporting has produced a number of excellent webinars on trends in talent analytics. These slides provide an excellent introduction for those who are talent managers, or interested in the cost of human capital. For more details look at http://www.centerfortalentreporting.org/ or join us at https://www.linkedin.com/groups?home=&gid=6792888&trk=anet_ug_hm
One Page Talent Management and the 4 + 2 Model of Talent Manager ExcellencesThe Talent Strategy Group
This document discusses improving talent management through a simple one page approach. It advocates managing talent like a production line by establishing clear specifications for the desired talent, assessing the available raw materials, and implementing processes to develop the talent from materials to finished product. Executives are often unhappy with talent pipelines and managing talent is one of HR's lowest capabilities, so a focus on the proven science through easy to implement practices is recommended. Questions are posed to help assess current talent practices and how to make them more effective based on the talent production line framework.
The employer-employee relationship is broken. Managers face a seemingly impossible dilemma: You can’t afford to offer lifetime employment. But you can’t build a lasting, innovative business when everyone acts like a free agent. The solution: Stop thinking of employees as family or free agents, and start thinking of them as allies on a tour of duty.
Co-authored by Reid Hoffman, founder/chairman of LinkedIn, and Ben Casnocha and Chris Yeh, The Alliance teaches managers how to recruit, manage, and retain the entrepreneurial employees your business needs to succeed in the networked age.
This deck is a visual summary of our book: http://amzn.to/1kWQB4j
The "tour of duty" is the way you organize the Alliance at work. In this context, a tour of duty represents a commitment by employer and employee to a specific mission of finite duration. We see this approach as a way to incorporate some of the advantages from both lifetime employment and free agency. Like lifetime employment, the tour of duty allows employers and employees to build trust and mutual investment; like free agency, it preserves the flexibility that both employers and employees need to adapt to a rapidly changing world.
Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
Next Generation Leadership: Integrated Talent Management for Robust Talent Pi...National HRD Network
The document discusses Next Generation Leadership and integrated talent management for developing a robust leadership pipeline. It emphasizes that identifying high potentials is key, and describes Hindustan Coca Cola Beverages Ltd's talent management model which focuses on making leaders, people, and the business successful. The company manages its leadership pipeline through People Development Forums which assess skills, develop employees, and create strategies to fill talent gaps. Succession planning involves identifying candidates at different readiness levels for functional roles. Leadership requires technical, cognitive, and emotional competencies, with research showing emotional skills become increasingly important at senior levels. Building sustainability and a high performance culture involves various initiatives like action learning, best practices sharing, and building capabilities.
Lasting organizational change requires developing competencies. Competencies are skills, knowledge, and behaviors needed for success. They are visible through measurable results and perceived attitudes. Developing competencies requires understanding what matters most for each job, setting goals to achieve a shared vision, and modifying systems and structures to institutionalize changes while monitoring progress. Critical factors include leadership to drive change, creating need, shaping vision, gaining commitment, and ensuring changes last over time. The mix of important competency factors may vary depending on an employee's level within an organization.
Strategic Talent Management and Leadership Development Canada Program Tatawan Plengsirivat
This document provides information about a conference on strategic talent management and leadership development. The two-day conference in Toronto will focus on successfully developing and managing talent and leadership programs to enhance business competitiveness and goals. It will enable attendees to connect talent strategies to business strategies, create multifaceted leadership development strategies, and strengthen internal talent management programs. The agenda includes keynote speakers and case studies from top companies on various talent management topics.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
The document summarizes the brand and strategy of Mandarin Oriental Hotel Group. It discusses that the brand is defined by luxury, amazing locations, and excellent service. It emphasizes that culture drives employee behavior, which drives the brand. The strategy is to create engaged employees through a colleague engagement program focused on quality experiences for employees mirroring what guests receive. This is intended to result in profitable growth through loyal customers and employees.
While organizations have evolved substantially in how they develop a strong pipeline of leadership talent, some significant gaps still exist. The overall inability to discover and quantify the people-drivers of business outcomes continues to hinder the succession planning process within organizations. We provide you with an approach to create a succession planning process that assesses your talent based on the competencies, skills, experiences and other elements that affect business outcomes, while quantifying the quality of your talent pool. A customizable succession planning scorecard is provided to show you how to have the most impact on the business when planning your next talent moves. This presentation will show you a succession planning process that:,
• Focuses talent decisions on key drivers of business
• Incorporates analytics into talent assessments
• Creates metrics based on the overall quality of your talent pool
• Utilizes performance and potential reports that are business-focused
Private Equity Investor Value CreationLLR Partners
LLR's Justin Reger presented at the 2013 Southeast Venture Conference, held March 13 - 14 in Charlotte, NC.
Justin presented on how to get the most out of partnering with an investor. Beyond securing capital to help grow a business, partnering with an investor can bring with it the strategic guidance, corporate development support, access to talent networks and other resources needed to help business owners achieve their goals. Learn how to get the most long-term value out of a partnership with your investor.
ImpaQ Solutions - Smart Business ResultsMargo Boster
Gain a competitive advantage...
ImpaQ Solutions can help you increase revenue, decrease turnover and improve quality by building and supporting your people to be more effective and efficient. Let us bring proven, real world success to you.
Attract the best talent. Develop the best leaders. Be the best.
As businesses expand their learning operations across the globe, they face many challenges: how to ensure continuity of training but also retain individual pieces; development and management of a global curriculum; addressing learning needs at various levels; development of managers at different levels; ensuring compliance and uniformity in the delivery of learning methods; and increasing retention and decreasing turnover, to name a few. During this workshop, Maria O’Donoghue, director of global learning and development for Hertz, will present with Marla Zarlenga, learning services account manager for ACS, a Xerox company, to describe how their companies partnered to create a global transformation of Hertz’s learning system, delivering a high ROI for training dollars, and developed an approach to global learning that is a model for global learning success.
Maria O'Donoghue, Director, Global Learning and Development, The Hertz Corp.
Marla Zarlenga, Account Manager, ACS Inc., a Xerox Company
The document discusses training and development services offered by PCC India to help organizations improve business performance. It describes several flagship initiatives focused on interviewing/selection and performance coaching that aim to reduce attrition and increase employee productivity. It also outlines focus areas including sales capability building and industry-specific programs. Finally, it introduces the team of experts at PCC India who bring diverse industry experience and global expertise to training content and facilitation.
The document describes career and leadership development coaching services that help individuals advance professionally. The coaching focuses on developing leadership skills, improving performance, and ensuring career progression. Services include organizational development, communication skills training, and career transition management to help clients get new jobs. Coaching is provided individually and to organizations through workshops on topics like leadership, communication, and professional development.
The document describes career and leadership development coaching services that help individuals advance professionally. The coaching focuses on developing leadership skills, improving performance, and ensuring career progression. Services include organizational development, professional development coaching, career transition management, and workshops. Coaching is conducted individually and for organizations to help clients strengthen skills and achieve their career goals.
The document describes career and leadership development coaching services that help individuals advance professionally. The coaching focuses on developing leadership skills, improving performance, and ensuring career progression. Services include organizational development, professional development coaching, career transition management, and workshops. Coaching is conducted individually and for organizations to help people and businesses achieve their full potential.
The document discusses managing talent in today's changing environment. It covers topics like talent acquisition, employee engagement, and the impact of technology on talent management. It notes that economic changes are driving new talent needs. Talent management is becoming more important than traditional HR practices. Innovative solutions are emerging for organizations to differentiate themselves in attracting and retaining top talent.
This document discusses how to ensure your talent strategy is aligned with your business strategy. It emphasizes that talent management must be at the heart of business strategy and that the right talent is needed for current business challenges. It also discusses engaging stakeholders in talent program design and deployment, and focusing talent efforts on all employee levels, not just top management. Key factors that motivate talent include a great company culture, exciting jobs, and competitive compensation.
The Future of Performance Management In An Era Of Uncertainty American Airl...Taryn Soltysiak
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
The Future Of Performance Management In An Era Of Uncertainty American Airl...Claudia Rubino
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
Similar to Todi presentation 2012 measuring roi talent development preso kim (20)
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Todi presentation 2012 measuring roi talent development preso kim
1. Measuring the ROI of Talent
Development
Kim Richards, VP Organization Development
LPL Financial
Josh Davis, Consultant, Linkage Inc.
2. The Model for Strategic Organization ImpactTM
Why we are here:
• To outline the LPL • To highlight how to tie
Financial journey to talent development to
align OD/Talent business metrics
Management with
Business Priorities • To showcase the
findings from a study of
• To explore the evolution 20+ companies on
and role of LPL talent development
Financial’s Talent effectiveness
Council in shifting and
shaping a Talent
Development Culture
• To show how LPL
uniquely quantified
culture to demonstrate
the effect on both
engagement &
performance
4. • Largest independent broker/dealer
in the country
• Headquartered in Boston,
Charlotte, and San Diego
• 12,962 affiliated financial advisors Our Commitment Creed
nationwide
• 4th in industry ranking customers are the most important people to our company
• Our by number
of financial advisors customers are not an interruption of our work; they are
• Our
• 679 financial institutions servedof it…
the purpose
• ,465 institutional Our customers share our commitment to excellence and
• clearing and
technology subscribers
encourage us to innovate
• 2,720 employees • We are 100% committed to our customers’ growth,
• $354.1 billion in advisory and about their success, and exceedingly proud to be
passionate
brokerage assets their partner
• $110.8 billion in advisory assets rely on us to help them prosper…
• Our customers
under management
• 2011 annual revenues of $3.48
billion
• 4.2 million funded accounts
5. Talent Management Journey
Reinvest &
Realize
Integrate & Dividends
2012-2013
Compound the
• Build skill
Invest & Lay the Investment • Define Leadership
Foundation 2011-2012
and create Talent
2010-2011 • Foster
Mindset
• Assess Current Development
• Evaluate progress
State culture
& reevaluate
• Create Vision & • Build & strengthen
strategy
Strategy practices
• Raise the Bar
• Build TM • Establish baseline
• Innovate
Framework • Scope, scale & link
• Align to Business practices
Strategy
• Launch Foundation
practices
6. Invest & Lay the Foundation
The Business Context for Talent Management at LPL
Our Business Challenges & Key People
Opportunities Points
• Growth • Sustain LPL • Employees drive
• Complexity Core Values our business;
• Accelerate performance &
• Market engagement is
Headwinds pace & critical to growth
• Industry change; & retention in
Regulation continual tough economic
improvement times
• Shareholders &
Analysts • Create scale & • Every LOB
cross- stated
functional need/desire for
synergies key Talent
• Attract, Management
engage, retain practices
talent • Business wants
more capacity &
• Build skill, strategic
business guidance &
acumen and partnership for
leadership People
bench Strategies
7. Invest & Lay the Foundation: Talent Council
Create an environment & Align business planning
culture to support & objectives with talent
achievement of the 5 management activities to
Year Strategic Plan ensure exceptional
through employees, business performance &
leaders & teams customer service
Increase the internal talent
Increase engagement,
pool of future leaders and
retain critical talent and contributors, creating a
improve performance by pipeline of ready talent
supporting our ready to execute business
employees’ growth & strategy, assume greater
development levels of responsibility and
achieve business objectives
8. Invest & Lay the Foundation: People Framework
Get the
Right Talent
Onboard
Align & Manage &
Plan Our Pay for
Corporate Performance
DNA
Move the Grow &
Talent Develop
Talent Success
Measures
9. ROLD – LPL Culture
Senior Leaders indicated:
Need to
Strengths
Develop • Leadership ability is vital to
current and future success
• Lack confidence that current
workforce has right mix of skills
• Not enough leaders in the
pipeline to meet future demands
• Do not believe we have
reputation for exceptional
leadership
10. Impact on Business Results
Learning & Equity
Development (revenue,
relationship,
Culture reputation, etc.)
Employee
Development Engagement
Job
Experiences & Perfor-
Commitment mance
to LPL
Senior Leader
Commitment to Business
Teaching Unit
Generally, the more Perfor-
The more engaged mance
employees perceive LPL to
employees are, the
engage in Leadership
stronger job performance
activities, the more engaged &
and more “equity” they
committed they are to LPL.
have.
11. Building Capability & Capacity
From To
Functional Silos Enterprise Thinking
Subject Matter Experts & Deep & Broad Business Acumen
Specialization (General Managers)
Managing & Controlling Work Leading & Empowering People
Diversity of perspective &
One way, the “right” way
approach
Make no mistakes Learn. Grow. Innovate.
12. Impact on Culture
• Talent What? • Talent
• Managers Management is
manage work key strategy
• “Nobody cares 2011 • Manager-led
about my development
development” • 160 in Voluntary
• HR is operations • Talent Who? Competitive
focused E.D.G.E.
• Managers vs.
leaders • New CHCO
• “I don’t have reports to CEO;
time for part of EMC
2010 development”
• HR adopts 2012
People
Framework &
restructures
13. LPL 2012 Corporate Goals
Focus on
“One of the most critical Employees
factors in helping us
achieve our mission and
growth objectives is
leadership ..Mark Casady,
CEO (April 2012)
„Talent Management is a #1 priority.”
Mark Casady, CEO (VP+ Management Forum in
April 2012)
16. • Agenda:
• How to measure impact in your own organization
• Key findings from a study of talent development
effectiveness
17. Linkage Leadership Impact Study
ROLD (Return on Leadership Development) measures the impact
of leadership development initiatives. To date over 20 companies
have engaged in this process.
Participants Included:
• American Airlines • LPL Financial
• Baxter • Mattel
• Biocon • McKesson
• General Motors • Meridian Health
• Genpact • St. Jude
• Grainger • Toyota
• John Deere • Turkcell
• Karl Storz • Turk Telekom
• Lockheed Martin • WestJet Airlines
18. Types of Leadership Development Initiatives
Evaluated
• Action learning • Job rotation
• “Classroom” programs • Mentoring
• Elite university • National programs for
programs women
• High potential programs • Networking systems
• Hybrid programs and events
• Individual and peer • 360 Feedback
coaching
• International
assignments
19. Assessment and Levels of Evaluation
Training Need
• A specific knowledge, skill, or process that a
participant must learn to perform successfully.
Performance Need
• Behaviors that must be performed by participants
in order to achieve business needs.
Business Need
• Strategic goals of an organization, business unit,
or department that are expressed in operational
terms.
20. Five Levels of Training Evaluation
Level 1 Reaction
Level 2 Learning
Level 3 Behavior / Application / Performance
Level 4 Results- Business Impact
Level 5 Return on Investment (ROI)
Kirkpatrick, 1959
JJ Phillips, 1996
21. Examining Effectiveness of Leadership Development
Systems: ROLD Model
Strategy
Innovation – Effectiveness –
Measurement of the Measurement of
innovative nature of the quality of
the methods used in leadership
leadership development and
development and the the impact it is
impact leadership having on business
development is having results.
on company
innovation.
Productivity – Efficiency –
Measurement of the Measurement of
company's leadership the real cost of
pipeline and bench leadership
strengths. development.
22. Impact Measures
• Individual: • Group
• Employee Engagement • Business Unit
(3 sub-scales) Performance (past 12
• Organizational months)
Commitment (intended • Organization
turnover) • Organizational Culture
• Job Performance (13 • Learning Culture
dimensions) • Organizational Strategy
• Revenue Goal • Program Specific
Achievement (past 12
months) • Competencies
• Equity (ratings and $ • Communication Skills
estimate of financial • Coaching/Mentoring
impact of leader on the Skills
organization over past 12 • Global Leadership Skills
months)
23. Tying Objectives to Business Impact
Measures
Example: Large financial services company based in NYC
Leadership Business Impact
Development (Level Four)
Objectives Measures
• Retain, develop and engage Employee Engagement
the most promising future
leaders Organizational Commitment
Retention Rate
• Enhance
commercial/financial and Revenue Goal Achievement
leadership impact
Cost Savings
Business Unit Performance
• Establish networks with
peers and with senior
leaders Relationship Impact
24. Leadership Evaluation Process
• Survey Executives
• Organizational Strategy
• How aligned is the program with organizational strategy?
• Executive perspective on effectiveness
• How effective do they feel the program(s) are?
• Are the programs effectively providing a skilled workforce
for the future?
• Pipeline/Talent Management
• How strong is the leadership bench?
• Innovation
• How innovative are the methods, and how effective is the
program effecting organizational capacity for innovation?
25. Leadership Evaluation Process
• Survey leaders who participated in the program
as well as a comparison group of similar leaders
who have not
• Why?
• What are equitable groups?
• Tenure
• Level
• Roles/responsibilities
• Make direct comparison to determine impact
26. Example: A business process and technology management company
Benefit - Cost
x 100 ROI %
Cost
Program: 18 month job rotation program for high potential managers
Impact measure: Individual equity (sum of rainmaking, relationship, reputation,
innovation, savings for each individual manager )
Benefit: Difference in individual equity between high potential managers who
participated in the program and those who did not = $21,000 multiplied by 150
managers
$3,150,000 - $1,363,000 x 100 = 131%
$1,363,000
27. Sources of Data To Measure Level 5 Results
• Available Organizational Data to Serve as Additional Effectiveness
Measures
• Performance Appraisal Ratings
• Goal Achievement Ratings
• Promotion Rates
• High Potential, Succession, or Promotablity Ratings
• Retention Rates
• Leadership Census Information for Pipeline Analysis
• # of Current Leaders at Each Level
• Average Retention Rate of Leaders at Each Level
• Typical # of Years at Each Level Before Promotion
• # of Current Leaders by Years of Experience at Each Level
31. Tool 1: Begin with Business Strategy
• What is the most important component of your company’s
current business strategy?
• Increase productivity
• Increase sales growth
• Improve customer satisfaction
• Improve products, services, processes, systems,
and/or operations
• What else do you know about your company or business
unit strategy?
• How does the strategy drive your training objectives?
32. Impact Mapping to Determine Measures
Leadership
Behaviors Business Impact
Development
(Level Three) (Level Four)
Objectives
33. Case Study 1
Company: Diversified Financial Services Company known for
stability and customer service
Clientele: 10.4 Million Customers
72.3 Billion of Assets Under Management
Business Issue:
The company’s Information Technology (IT) Organization consists of 1600
employees located in a small Midwestern city. The organization has set a
strategic objective to develop and implement programs to attract and retain top
employees. In addition, customers are requiring that IT leaders become more
business focused in order to proactively meet their growing needs.
34. Case Study 1: Impact Map
Leadership
Behaviors Business Impact
Development
(Level Three) (Level Four)
Objectives
• Attract and Retain • Employee Survey • Number of Job
Employees Candidates
• Improve IT Leaders’ • 360 Feedback • Turnover Rate
Ability to Partner
With The Business
• Customer
Satisfaction Survey
• Improve
Management Skills
35. Business Impact (“Level Four”) Data
Purpose:
To determine the impact on the organization of participants’
application of training on the job.
Data:
Level Four data can be anything that benefits the organization. Data
is collected in terms of the change in individual/organizational output
or performance.
Hard Data is easiest to convert into monetary values.
• Outputs (e.g., items sold)
• Time (e.g., break-in time for new employees)
• Cost (e.g., budget variances, cost savings)
• Quality (e.g., # of tasks completed properly)
36. Level Four Data (continued)
Soft Data is harder to convert into monetary value.
• Work Habits (e.g., absenteeism)
• Customer Service (e.g., customer satisfaction)
• Work Climate (e.g., job satisfaction, employee turnover)
• Development/Advancement (e.g., performance appraisal ratings, # of
promotions, increases in job effectiveness)
• Job Attitude (e.g., organizational commitment)
• Initiative (e.g., implementation of new ideas)
37. Tool 2: Discovering Data
• To what extent is data available in your
organization?
• Why types of relevant data could you access for
measurement purposes?
• Examples:
• Previous performance
• Turnover
• Organizational surveys
• Financial performance
38. Tool 3: Creating New Data
Definition of Measurement
A set of observations that reduce uncertainty where the result
is expressed as a quantity.
Types of Measurement
• Quantitative - numerical
• Qualitative - verbal
39. Hubbard’s Clarification Chain
1. If it matters at all, it is detectable/observable.
2. If it is detectable, it can be detected as an amount (or
range of possible amounts).
3. If it can be detected as a range of possible amounts, it
can be measured.
40. Creating New Measures
• Which types of existing data map back to your
training objectives?
• How about new measures you could introduce?
41. Tool 4: Estimating the Value of a Leader
How would you rate yourself on the following?
• Rainmaking Equity – the extent to which an individual and/or
the team he or she manages brings in revenue, brings in
business, or raises money
• Innovation Equity – the extent to which the individual and /or
the team he or she manages develops intellectual capital or
technology that brings revenue into the company
• Reputation Equity – the extent to which revenue is brought
into the company as a result of the reputation of this individual
and/or team he or she manages
• Relationship Equity – the extent to which revenue is brought
into the company as a result of the impact of this individual on
others
• Savings Equity – the extent to which money is saved in the
company as a result of this individual and/or the team he or
42. Tool 5: Converting Data to Dollars
In reviewing your Level 4 business impact measures,
which of them can be converted to $ values?
Training and
Conversion to
Development Level 4 Data
$
Objectives
43. Converting Benefits Data into Monetary Value
• Converting output to contribution - using standard value
(profit/savings)
• Converting the cost of quality - using standard value of quality
• Converting employee’s time - using standard values of compensation
• Using historical costs/savings
• Using internal and external experts
• Using data from external databases/studies
• Linking with other measures
• Using participants’ estimates
• Using supervisors’ and managers’ estimates
• Using training/performance improvement staff estimate
45. Calculating ROI
Example: A business process and technology management company based in India
Benefit - Cost
x 100 = ROI %
Cost
Program: 18 month job rotation program for high potential managers
Impact measure: Individual equity (sum of rainmaking, relationship, reputation,
innovation, savings for each individual manager )
Benefit: Difference in individual equity between high potential managers who
participated in the program and those who did not = $21,000 multiplied by 150
managers
46. Tool 6: Making Metrics Work
• Who are the participants in the training and
development?
• Is there a comparison group of similar leaders who
did not (or will not) participate in the training and
development?
• If “Yes,” you can create a comparison group design
• Are there some participants who have not yet
begun the training and development?
• If “Yes,” you can create a pre-test/post-test design
• If you answered “no” to the two questions above
• You will have to get creative and consider a correlation
design
47. Example Correlation Study
• Measured leaders:
• Level of exposure
• Degree of experience
• Beliefs, views, and perceived impact of FSL
(competencies)
• Assessed extent to which exposure, experience and
perceived impact affected job performance and business
results
• Correlation does not equal causation!
48. Correlational Impact
Business Impact at Individual Level Leader Leader Leaders Managers
Exposure To Experience Perceived Rating Of
Competencies Level With Impact of Leaders
Competency Competency Competency
Level
Job Performance
(as measured by their managers)
Employee Engagement
(extent to which an employee is fully involved in, and
enthusiastic about their work)
Organizational Commitment
(Individuals psychological attachment to
organization)
Rainmaking Equity
(ability of individual/and or team to bring in revenue, bring
in business or raise money)
Innovation Equity
(ability of the individual an/or the team he or she manages
to develop intellectual capital or technology that brings
revenue into the company)
Reputation Equity
(extent to which revenue is brought into the company as a
result of the reputation of this individual and. or the team he
or she manages)
Relationship Equity
(extent to which revenue is brought into the company as a
result of the impact of this individual on others)
Savings Equity
(extent to which money is saved in the company as a result
of this individual and/or the team he or she manages)
52. Finding # 2
Senior executives feel that the largest
gap in leadership development is in the
extent to which it contributes to
corporate innovation.
Linkage Return on Leadership Development (2011)
53. Current vs. Ideal State of Leadership Development
As Reported by Senior Executives
Other elements we asked about were:
Extent to which leadership development
-Removes a major risk from our strategy
-Provides a major opportunity for growth of our company
-Improves leader capabilities, performance, and
engagement
-Takes advantage of innovative delivery mechanisms
-Improves the ethics and moral character of leaders Linkage Return on Leadership Development (2011)
54. Current vs. Ideal State of Leadership Development As
Reported by Senior Executives
Linkage Return on Leadership Development (2011)
55. Finding # 3
A “culture of learning” positively
impacts engagement and performance.
Linkage Return on Leadership Development (2011)
56. Case Study: Measuring The Impact of Leadership
Development On Learning Culture
The VP of Leadership Development at LPL was interested
in helping the organization develop a learning culture.
As part of ROLD, we created a customized Learning
Culture Scale to assess the current state.
Example Items:
• We have a culture of continuous learning and development.
• We are given time to reflect on our experiences.
• Coaching is a part of the daily interaction between employees
and managers.
• People give open and honest feedback to each other.
• We learn from our mistakes.
57. The Impact of Learning Culture
Leadership Leadership Overall LPL
Development Program Development (n=107)
(n=24) Comparison
Assessment Item
(n=83)
Mean SD Mean SD Mean SD
Learning Culture 3.28 (.58) 3.02 (.79) 3.08 (.75)
59. Finding # 4: Leaders Preferred Method of
Leadership Development Delivery
Method Percent of Leaders
Endorsing
Coaching/mentoring 74%
Classes with your Senior Executives as instructors 49%
Career planning 43%
360-degree feedback 41%
Action learning teams 32%
Informal/social learning 31%
e-learning 25%
Social networking 22%
Online business simulations 18%
Discussion boards 17%
Wikis 4%
Electronic games 4%
Blogs 4%
Linkage Return on Leadership Development (2011)
60. Rule of Five
There is a 93% chance that the median of a
population is between the smallest and largest
values in any random sample of five from that
population.
Any data is better than no data!
Hubbard, 2007
62. Resources
• How to Measure Anything: Finding the Value of “Intangibles” in
Business (2010)– Douglas W. Hubbard
• Investing In People: Financial Impact of Human Resource
Initiatives (2011) Wayne Casio & John Bourdreau
• The Leadership Scorecard (2004) – Jack Phillips & Lynn
Schmidt
• The ROI Field Book: Strategies for Implementing ROI in HR
and Training (2007) – Patricia Phillips, Jack Phillips, Ron
Stone, & Holly Burkett
• The ROI of Human Capital (2000)– Jac Fitz-enz
Editor's Notes
Other elements we asked about wereExtent to which leadership developmentRemoves a major risk from our strategyProvides a major opportunity for growth of our companyImproves leader capabilities, performance, and engagementTakes advantage of innovative delivery mechanismsImproves the ethics and moral character of leaders
Question: Based on your particular job and personal learning style, what types of leadership development delivery methods would be most effective for you? (Please select no more than five.)This is from 4 companies. American, LPL, Mattell, Meridian Relate to other slides – coaching, classes with senior execs, and career planning/360-Currently average distribution of delivery method =**note this is what the leaders report how much time they have spent in the various types of LD. The slide is of their preferred method, which didn’t include OJT as a distinct category)OJT - 61%Coaching - 18%In class - 21%